Copyright Prosci 2015. All rights reserved.
Evolution and the Future of Change Management
www.prosci.com | +1-970-203-9332
Prosci ®
Tim Creasey, Chief Development [email protected] @timcreaseywww.linkedin.com/in/timcreasey/
Research | Methodology | Training | Advisory Services 4 June 2015
v83
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BiggerChange
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FasterChange
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More Complex Change
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MoreCross
Functional
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V.U.C.A. World
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The achievements of an organization
are the results of the combined effort of each
individual.
Vince Lombardi
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M T W R F
An email on Mondayfor training on Tuesday
for “go live” on Wednesday
is NOT the way to prepare and equip individuals to
successfully change
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Current Transition Future
TC F
C C C C CC C C C C
C C C CC C C C CC C C C C
T T T TT T T T T
T T TT T T TT T T T T
F F FF F F F
F FF F F
F F F F
T
TT
FF
FF
F
F
FF
Ultimately requires individuals to move from their own current to their own future
An organizational move from the current to the future
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If we do not support and equipindividual transitions,
then our future state looks nothinglike the future state we expected
F F
F F F
F
F
F
F
F
F
F
F
F F F
F F F F
F F
F F F
F F F F
F
F
F
F
F
F
F
F
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= lower ROI= less benefit realization
= unachieved improvement= not what we expected/hoped for
F F
F F F
F
F
F
F
F
F
F
F
F F F
F F F F
F F
F F F
F F F F
F
F
F
F
F
F
F
Finstead of
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Employee adoption and usageof change has a
direct and concrete impact on achieving expected
results and outcomes
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Aspects of a person’s job
you can impact
Processes
Systems
Tools
Jobroles
Criticalbehaviors
Mindset/Attitudes/
Beliefs
Reportingstructure
Performancereviews
Compensation
Location
Aspects of a person’s job your
change can impact
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Even within complex systems,the individual is the unit of change
Family
Netw
orks
Comm
unities
Geographies
Dem
ography-s
CountriesTeam
s
Wor
kgro
ups
Dep
artm
ents
Func
tions
Ente
rpris
e
Indu
stry
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Change management is
Applying structure, intent and rigor –not leaving successful change to chance
Meeting the needs of impacted employees in times of change
The solution to the reality of how change actually happens – one person at a time
How we support individual transitions to capture people-dependent project value
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Poll Everywhere Placeholder
In seven or fewer words, define change management
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Change management:CHānj ‘manijmǝnt
Catalyzingindividual transitions
to deliverorganizational results
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Pre-1990
1990s
2000s
Comingup
Eras of change management
changing landscaperesearch trends
innovators/early adoptersdemocratization
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Poll Everywhere Placeholder
How long have you been involved in the formal discipline of change management?
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Poll Everywhere Placeholder
How long have you been “doing” change management
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RichardBeckhard
(1969)
Pre-1990 1990s 2000s Coming up
ArnoldVan Gennep
(1909)
Kurt Lewin
(1951)
William Bridges (1979)Foundations:
Understanding human systems and how we experience change
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Change Acceleration Process (CAP)
Pre-1990 1990s 2000s Coming up
On the radar: Change management enters the business
vernacular
DarylConner(1992)
Todd Jick
(1993)
JeanenneLaMarsh
(1995)
JohnKotter(1996)
SpencerJohnson, M.D.
(1998)
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Pre-1990 1990s 2000s Coming up
Formalization:Evolution of structure
and rigor in change management
Processes and tools
formalization of
Organizational functions
Positions and job roles
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Pre-1990 1990s 2000s Coming up
Prosci Change Management Methodology
Formalization:Processes and tools
Positions and job rolesOrganizational functions
34%
55% 58% 60%72% 79%
'03 '05 '07 '09 '11 '13
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Pre-1990 1990s 2000s Coming up
Positions and job roles:formalization of
Director, Change ManagementChange Management Specialist
Change Analyst
Change ManagerChange Management Consultant
Change Management AnalystManager – Organizational Change Management
H E L L Omy JOB is
Formalization:Processes and tools
Positions and job rolesOrganizational functions
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Poll Everywhere Placeholder
Do you have a formal change management job? (Yes, No, Sort of)
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Pre-1990 1990s 2000s Coming up
2011 201343% 52%
< 1 year 1 to 3 years 3 to 6 years > 6 years
20% 37% 25% 17%
Organization has CM job roles
24,582 results
Formalization:Processes and tools
Positions and job rolesOrganizational functions
65%
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Pre-1990 1990s 2000s Coming up
21%
PMO
18%
HR
14%
IT
10%
Corp, Shared Services
10%
OD
9%
Strategy,Transformation,
Planning
6%
Operations, Within Bus
3%
Exec, C-Levelreport
2011
36%
2013
38%
Organization has CMO(dedicated functional group)
Formalization:Processes and tools
Positions and job rolesOrganizational functions
40%
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Internal Trends:Next two years
External Trends:Next five years
Pre-1990 1990s 2000s Coming up
1. Maturation of the practices2. Internal capability building3. Expansion as profession4. Acceptance5. Integration with PM6. Greater application
1. Awareness of need2. Broader application3. Leadership support4. More CMOs5. Increased use of methodology6. Emphasis on plans7. Focus on individual8. Need to manage portfolio9. Engagement with PM
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Increased application
Maturation of the practice and profession
Increased internal capabilities
+
+
Pre-1990 1990s 2000s Coming up
Democratizationof CM
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Democratization of CM
δημοκρατία (dēmokratía)rule of the people
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Democratization of CM
δημοκρατία (dēmokratía)rule of the people
Democratization ofchange managementtaking change management
to the people
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What exactly are we “taking to the people” when we democratize change management?
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What exactly are we “taking to the people” when we democratize change management?
Catalyzing individual transitions
to deliver organizational results
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We are democratizing the ability to capture people-dependent results
Requirements ResultsOutputs Outcomes
Specifications Sustainment
Installation Realization
Solutions Benefits
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For your project, estimate the percent of overall results and outcomes that depend on
employee adoption and usage:
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Gartner BPM SummitDec 12, 2014
Prosci Webinar Feb 11, 2015
For your project, estimate the percent of overall results and outcomes that depend on
employee adoption and usage:
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How much are you investing (budget, people, energy) in driving and supporting employee adoption and usage:
depends onadoption
and usage invested inadoption and usage
For your project, estimate the percent of overall results and outcomes that depend on
employee adoption and usage:
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Now, think about your portfolio of engagements:
Engagementdependent on
adoption and usage
invested inadoption and usage
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Priority is a function of context.Stephen R. Covey
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We are democratizing:Mitigating mission critical risk
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16%46%
77%
96%
0%
100%
Poor Fair Good Excellent
Change Management Effectiveness
Percent who met or exceeded objectives
We are democratizing:Increasing likelihood of success
6x
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If we can support and enableeach impacted employee through
their own individual transitions, we create successful change:
At the individual levelAt the project level
At the program levelAt the organizational level
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What we ARE democratizing:
What we ARE NOTdemocratizing:
Catalyzing individual transitions
to deliver organizational results
Coercing change
Manipulating employees
Forcing change
Managing the unmanageable
Stakeholder Analyses
Risk Assessments
Communication Plans
Training Plans
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WHYHOWYOU?
Democratization of CM
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Democratization of CM WHY
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Democratization of CM WHY
Demand SidePull
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Democratization of CM WHY“out-changing”
as a competitive advantage
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Democratization of CM WHY
“It takes a village”
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Democratization of CM WHY
Simplicity is the ultimate sophistication.
Leonardo da Vinci
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Democratization of CM HOW
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Democratization of CM HOW
“I’d like three orders of change agility from page 145, please.”
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Poll Everywhere Placeholder
On a scale of 1 (not at all) to 10 (obsessively), what is the focus on “change agility” in your organization?
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Democratization of CM HOW
CMBuild
IndividualCompetencies
Integrate into Changes, Projects
and Programs
Initiate Plan Design Develop Deploy
Initiate Plan Design Develop Deploy
“Go Live”Kick off
Phase 3: Reinforcing
Change
Phase 2: Managing
Change
Phase 1: Preparing
for Change
A D K A R
Strategy Plans Measures
GeneralProject
Lifecycle
Individual Change Journey
Milestones
OrganizationalChange Mgmt
Activities
Major events
Prosci®
ADKAR ®
Model
Prosci®
3-PhaseProcess
Execs &Senior Leaders
Front-Line Associates
Middle Managers & Supervisors
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Design solutions with adoption
and usage in mind
Democratization of CM HOW
Execs &Senior Leaders
Front-Line Associates
Middle Managers & Supervisors
Internalize ABCof sponsors
Internalize CLARC role in change
Expect and Thrive in Change
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Democratization of CM HOW
Execs &Senior Leaders
Front-Line Associates
Middle Managers & Supervisors
Hiring
On-boarding
Training
Coaching
Objectives
CompetencyModels
DevelopmentPlans
PerformanceReviews
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Initiate Plan Design Develop Deploy Sustain
Democratization of CM HOW
Project/Program Work Stream (technical side)
Change Management Work Stream (people side)
Change Management becomes an expected and embedded work stream on all projects
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Initiate Plan Design Develop Deploy Sustain
Democratization of CM HOWRequirement at initiationInventory impacted groupsDefine their changes
Create customized and scaled strategyResource CM
Integrate CM intoproject gates
Integrate CM intostandard reviews
Measure success atbenefit realization,project execution,AND individual transition levels
Align “people side” and technical side
activities
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Initiate Plan Design Develop Deploy
“Go Live”Kick off
Phase 3: Reinforcing
Change
Phase 2: Managing
Change
Phase 1: Preparing
for Change
A D K A R
Strategy Plans Measures
GeneralProject
Lifecycle
Individual Change Journey
Milestones
OrganizationalChange Mgmt
Activities
Major events
Prosci®
ADKAR ®
Model
Prosci®
3-PhaseProcess
Democratization of CM HOW
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Initiate Plan Design Develop Deploy
“Go Live”Kick off
Phase 2:
Plans
GeneralProject
Lifecycle
Individual Change Journey
Milestones
OrganizationalChange Mgmt
Activities
Major events
Prosci®
ADKAR ®
Model
Prosci®
3-PhaseProcess
AD RKA
Democratization of CM HOW
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Initiate Plan Design Develop Deploy
A D K A RAK AKAccounting
Democratization of CM HOW
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Democratization of CM HOW
Initiate Plan Design Develop Deploy
1
A D RProgram
Project 1 K R
Project 2
Project 3
Project 4
A
R
R
R
2
A
4
A
3
A
K
K
K
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Initiate Plan Design Develop Deploy Sustain
ProjectHealth
ChangeScorecard
Best PracticeAlignment
CMROICalculation
ADKARProgress
Adoption contribution
Installation contribution
100%
50%
36%
3-PhaseProcess
Phase 1:Preparing for Change
Phase 2:Managing Change
Phase 3:Reinforcing Change
Democratization of CM HOW
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Democratization of CM HOW
Project A
Program B
Initiative C
D E
F G
H I
J K
L M
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Democratization of CM HOW
Making great change management the expectation,
not the exception, in your organization.
CMBuild
IndividualCompetencies
Integrate into Changes, Projects
and Programs
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Democratization of CM
What does itmean to YOU?
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Subject Matter ExpertMaven
Enabler
Democratization Architect
EquipperCoach
Democratization of CM YOU?
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Democratization of CM YOU?You are the conductor
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Democratization of CM YOU?
You are the coach
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Democratization of CM YOU?
You help put the pieces together
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Democratization of CM YOU?
You create the guardrails
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Democratization of CM YOU?
Change agility takes more than chatter, want to and magic
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Enterprise Change Capability“Structure and Intent”
Change Management
Democratization of CM YOU?
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Poll Everywhere Placeholder
Keywords that describe the function of your change management office/CoE/CoP TODAY`
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Poll Everywhere Placeholder
Keywords that describe the function of your change management office/CoE/CoP [IN THE FUTURE]
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Democratization of CM YOU?
The pendulum will swing on your role
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Pre-1990
1990s
2000s
Comingup
Eras of change management
Democratizationof CM
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Poll Everywhere Placeholder
Submit your email address for follow up (it won’t show up on the screen)
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Contact Prosci ([email protected]) or Being Human ([email protected])
to deliver organizational results by catalyzing individual transitions
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Build individual change competenciesApply change management on initiativesEmbed organizational change capability
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